2016
DOI: 10.1016/j.compind.2016.07.002
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Review of supply chain performance measurement systems: 1998–2015

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Cited by 133 publications
(87 citation statements)
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References 94 publications
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“…This could be explained by the fact that, in the field of purchasing, performance often simply meant additional savings (Caniato et al, 2014;Nollet, Calvi, Audet, & Côté, 2008;Saranga & Moser, 2010;Schiele, 2005). In addition, when new measures were developed, the intent was mostly to measure supplier performance (Caniato et al, 2014), and/or they were associated to strategy rather than to operations (Balfaqih, Nopiah, Saibani, & Al-Nory, 2016). In addition, when new measures were developed, the intent was mostly to measure supplier performance (Caniato et al, 2014), and/or they were associated to strategy rather than to operations (Balfaqih, Nopiah, Saibani, & Al-Nory, 2016).…”
Section: Performance Measurement In Supplymentioning
confidence: 99%
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“…This could be explained by the fact that, in the field of purchasing, performance often simply meant additional savings (Caniato et al, 2014;Nollet, Calvi, Audet, & Côté, 2008;Saranga & Moser, 2010;Schiele, 2005). In addition, when new measures were developed, the intent was mostly to measure supplier performance (Caniato et al, 2014), and/or they were associated to strategy rather than to operations (Balfaqih, Nopiah, Saibani, & Al-Nory, 2016). In addition, when new measures were developed, the intent was mostly to measure supplier performance (Caniato et al, 2014), and/or they were associated to strategy rather than to operations (Balfaqih, Nopiah, Saibani, & Al-Nory, 2016).…”
Section: Performance Measurement In Supplymentioning
confidence: 99%
“…This focus on a single financial criterion is surprising considering that developments in information technology have made it possible to add other measures and to increase measurement frequency (Akyuz & Erkan, 2010;Neely et al, 2005). In addition, when new measures were developed, the intent was mostly to measure supplier performance (Caniato et al, 2014), and/or they were associated to strategy rather than to operations (Balfaqih, Nopiah, Saibani, & Al-Nory, 2016).…”
Section: Performance Measurement In Supplymentioning
confidence: 99%
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“…Varsei and Polyakovskiy [33] investigated a wine supply chain and proposed a generic model for sustainable wine supply chain network design that encompassed economic, environmental and social objectives. Balfaqih et al found that performance measurement in supply chain management was a fruitful research field [32,45]. The sustainability dimensions are shown in Table 1.…”
Section: Scm Sustainability Dimensionsmentioning
confidence: 99%
“…The performance measurements and indicators for GSCM can be grouped within the context of sustainable development meaning through an economic perspective such as environmental cost, traditional supply chain cost, quality, flexibility, responsiveness; an environmental perspective including the level of process management, product features, recycling efficiency, environmental technology; and from a social perspective such as management commitment, customer satisfaction, and employee development. The selected measurement indicators were developed on the basis of El Saadany et al [98], Kafa, Hani and El Mhamedi [99] Acquaye et al [100], Mishra et al [101] Balfaqih et al [102], Lima-Junior and Carpinetti [103], Maestrini et al [10], and Varsei et al [9]. The presented measures are only part of a larger whole.…”
Section: Environmental Performance Measurements In Supply Chainmentioning
confidence: 99%